Mike Young on leading learning in people, teams, nations ... and self by taking the theoretical (know-that) into the practical (know-how). Described the vicious organisational drama triangle (where the leader takes responsibility for problem solving) vs the virtuous triangle that can be developed (leader coaches the problem owner to develop capability in problem solving). This approach is developmental (bringing forth rather than push) linked to coaching competence, and presented the idea that McGreror's theory X is the soft version - the way we teach (tell) children rather than the hard task of leading adults through learning. Also showed how Soft Systems techniques help embed the learning and change - focusing on the person in the situation rather than on the consultant/change manager.
John Borgoyne poured into the spiritual side of leadership - the search for meaning and spiro-culture as the (current) ultimate step in the progression from agrarian to manufacturing to knowledge to ... some future economy. On the way he questioned the current focus on leadership, and asked if we are moving back to management science ... a focus on the numbers to re-balance the previous decade's loss of control with guiding missions and visions lacking direct control.
Lee Griffin described knowledge leadership during change - introducing a culture of knowledge management during a big challenging change process - a merger of conflicting cultures. The process included an honest self-assessment of capability and putting in place the basics for knowledge sharing - wikis, IM and collaboration tools supported by a drive to share existing knowledge and capture knowledge about what the business does well.
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